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Corporate Training Christine Nivens 2147333139

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Title: Corporate Training Christine Nivens 2147333139


1
Corporate TrainingChristine Nivens214-733-3139
  • Generations at Work

2
Christine Nivens - Vitae
  • CHRISTINE NIVENS is a graduate of the Dispute
    Resolutions at SMU and has fifteen years business
    expertise. She specializes in group training and
    one-on-one coaching on conflict resolution,
    management, negotiation, workplace disputes,
    parenting, and communication skills. She has
    completed a Masters degree in Clinical Psychology
    at SMU in Dallas and is currently gaining
    experience as an LPC intern while counseling
    children of all ages and adults. She currently
    has experience leading anger, conflict, and
    stress management groups in a mental health
    organization.

3
Introduction
  • Workplace dynamics are changing at an incredible
    pace today. How do we cope with the changing
    styles of communication, attitudes about work,
    and management styles that collide in the
    hallways and board rooms of America? This course
    will provide some of the insights and solutions
    for understanding and embracing the Generations
    at Work.

4
Summary of Course
  • The Workplace and Ability to Embrace Change
  • About The Generations
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters
  • Managing the Generations

5
Who am I? Vetran, Boomer, Xer, or Nexter
  • What generation is this instructor?
  • Discussion for later

6
What Generation are You?
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters
  • The Generation Jones

7
GENERATIONS AT WORKRon Lemke, Claire Raines,
and Bob Filipczak
  • Managing the Clash of Vetrans, Boomers, Xers, and
    Nexters in Your Workplace
  • Introduction
  • Today, as America is once again, if not the
    dominant global economic force, there is more
    cautions, worry and attitude in the halls of
    American commerce
  • To paraphrase Charles Dickens, We are living,
    organizationally and individually, in a best of
    times and yet a worst of times.
  • No job is safe
  • Acquisition
  • Consolidation
  • Rapid directional change
  • Game of musical chairs
  • The fewer the better concept

8
Introduction
  • In this environment there is a growing sense of
    individual and generational enmity
  • US versus THEM and every man, woman and
    child for him/herself
  • Todays workplace can be a positive, productive
    and compatible home for old, not so old and young
    workers alike
  • Management must be aware and enlightened
  • Management must be proactive
  • Design systems directed towards prevention of
    generation issues

9
The Generations
  • The Veterans
  • Statistics
  • How Generations Differ
  • Events, People, Culture
  • Values
  • Personality
  • Work Profile
  • Management Style
  • Key Principles
  • Key Facts
  • The Boomers
  • Statistics
  • How Generations Differ
  • Events, People, Culture
  • Values
  • Personality
  • Work Profile
  • Management Style
  • Key Principles
  • The Xers
  • Statistics
  • How Generations Differ
  • Events, People, Culture
  • Values
  • Personality
  • Work Profile
  • Management Style
  • Key Principles
  • Key Facts
  • The Nexters
  • Statistics
  • How Generations Differ
  • Events, People, Culture
  • Values
  • Personality
  • Work Profile
  • Management Style
  • Key Principles

10
Generation Exercise
  • My Generation is
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters
  • The Generation Jones
  • Myths about
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters

11
Add Outline Here
12
Who are YOU? Boomer, Jonser, or Xer
  • As a kid, which show did you watch on Saturday
    mornings?
  • Kukla, Fran and Ollie or Howdy Doody
  • Jonny Quest or Archie
  • Jabberjaws or the Great Grape Ape
  • As a kid, which show did you watch at night?
  • Quiz show or Jack Benny
  • Family Affair, Gentle Ben, or Mary Tyler Moore
  • The Waltons, Happy Days, or Moonlighting
  • Which video game did you play?
  • What video game?
  • Pong and Space Invaders
  • Donkey Kong
  • As a kid, which TV duo did you watch?
  • Ozzie and Harriet
  • Sony and Cher
  • Donny and Marie
  • Which song do you identify with?
  • Knockin on Heavens Door
  • I Still Havent Found What Im Looking For

13
Generation Jones
  • Age 35 to 44
  • Bill Gates
  • Born between 1954 and 1965
  • Instead of dream-come-true, as their careers were
    starting
  • Double digit inflation
  • Lines at gas station
  • Stock market crash
  • Baby Boomers Forgotten Siblings
  • I was fairly anti-boomer I did not relate to
    that at all. It started to gel with my own
    perception of who I was when I heard that
    description. David Daniel a psychologist 2000
  • Big Bucks spend 1.4 trillion annually
  • Shopping habits differ from Boomers and Xers
  • 26 of the adult population in America
  • Are Pragmatic not idealistic and dreamy like
    Boomers or cynical like the Xers
  • Practical solutions to solvable problems
  • More concerned about price and saving money
  • No optimism about financial future
  • Sick economy while in job market Boomers
    getting good jobs and buying homes
  • Make their life easier juggling many
    responsibilities
  • Give them the illusion of control

14
Different View Points
  • Boomers view
  • ME decade
  • Inward focus
  • Unfriendly economy
  • Economic bust
  • Drastic cultural changes
  • Feminism
  • Sexual freedom
  • Xers View
  • Rapid change
  • Uncertainty
  • Social atomization
  • Latch key kids
  • Constant flux
  • Drugs, Aids, Pollution, National debt
  • Society out of control
  • Working for a living

15
Generation Management Exercise
  • My Generation is _________
  • Management that works for US
  • Management that works with
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters

16
Generation Motivation Exercise
  • My Generation is _________
  • Motivation that works for US
  • What motivates
  • The Veterans
  • The Baby Boomers
  • The Generation Xers
  • The Generation Nexters

17
Generation Xer Profile
  • Xers Perspective on Management in the Workplace
  • Common Misconceptions
  • Common Management Mistakes
  • Xers Corporate Culture
  • Management Styles That Work
  • Motivation the Xer Way
  • Bringing out the Best
  • Recommendations

18
Managing Generation Xers
  • Common Misconceptions
  • Disloyal
  • Xers know discontinuity
  • Shocking pace of tech change
  • Organization must reflect Xers values
  • Xers want to make an impact
  • Ability to adapt to change easily
  • Are cynics
  • Xers have a deeper loyalty to give
  • Must be cultivated
  • Think creatively and strategically
  • Able to take risks and work collaboratively
  • Have short attention spans
  • Ability to mult-task and process information like
    a computer
  • Ask a lot of questions
  • Children of video games and computers
  • Comfortable with E-mail, voice mail, fax, beepers
    and cell phones
  • Must be challenged with new skills and
    information
  • Xers are arrogant

19
Managing Generation Xers
  • More Common Misconceptions
  • Want to be Micro-managed
  • Are slackers
  • Want to have control
  • Want to have fun working hard
  • Make decisions that affect the bottom line
  • Not want trust or involvement
  • Let me figure out a way to solve the problem
  • Bottom Line
  • Tell me what to do
  • Give me enough information to do my job
  • Let me Create and Problem solve!!
  • Allow xers the resources to find solutions to
    challenging problems, share information and
    methods of practice w/o dictating unnecessary
    rules allow xers the ability to learn by doing
    and inspire them to engage your innovative powers
    in the process then prepare to be impressed with
    the end-product!

20
Managing Generation Xers
  • Mistakes Made ..
  • Misuse of Xers time
  • Xers work long and hard
  • Are strong and ambitious
  • False urgency because of Managers failure to
    plan or inefficiency
  • Would like to produce a quality product but do
    not get the time to do it
  • Bad Planning causes false urgency
  • Would like to produce a quality product but do
    not get the time to do it
  • Understaffed projects
  • Controlling Xers time
  • Allow Xers to manage own time
  • Inadequate Instructions
  • Waiting on necessary resources
  • Misuse Xers time
  • Despise working long unproductive hours
  • Quantity versus Quality
  • Working hours even though no work to do

21
Managing Generation Xers
  • Mistakes Made ..
  • Micro-managing Xers
  • Want independence and creative freedom at work
  • More responsibility and ability to learn new
    skills
  • Provide goals not tasks
  • Encourage ownership and ability to affect the
    end-product of the work
  • Demotivate Xers
  • Want immediate rewards
  • Lack confirmation and positive feedback
  • Want recognition for hard work
  • Taking credit on projects
  • Create anxiety through lack of feedback
    (positive) must be accurate, specific, and timely
  • Lack of information
  • Focus on politics not strengths and Weaknesses
  • Unrecognized hard work

22
Managing Generation Xers
  • Xers and Corporate Culture ..
  • Xers expectations have been lowered
  • Xers step cautiously in the world
  • Xers will not invest their best in managers whom
    refuse to invest in them
  • Some corporate cultures make Xers uncomfortable
  • Xers look for institutional relationships which
    provide investment friendly environments
  • Valuable teams to support them
  • Recognition of hard work
  • Ground to build themselves
  • Feel valued and can make a difference
  • Want to work as a team and commit to a mission
  • Able to participate in setting the goals
  • Leadership must be earned
  • Must have input and adequate information to do
    their job well
  • Xers are usually the ones staying later than
    others
  • No set time schedules
  • Mistreatment expendable resources
  • BAD Management
  • Building Diversity???

23
Managing Generation Xers
  • Management styles that work
  • Building Authority by learning the details of the
    Xers work responsibilities
  • Been out in the field and provide valuable
    information and support
  • Focus on fixing the problem
  • Work was evenly divided and getting done
  • Listens to input
  • Implement Xers ideas and include their work in
    the final product
  • Receiving credit Xers treated liked valued
    sources of skills and knowledge
  • Go to bat for them
  • Admit weaknesses and share strengths
  • Work as a team
  • Make team meetings fun
  • Have team activities w/o work to develop a team
    spirit
  • COMMON MISSION STAR X STAR X STAR X X
    TEAM SPIRIT

24
Motivation the Xer Way
  • Have power and responsibility
  • Go to bat for the individual
  • Xer will feel safe going to bat for their manager
  • Out on a limb to achieve creative results
  • Raised in society which atomized the individual
    which few supports
  • Must address their personal comfort needs
  • Fun budgets, pizza or dessert parties, health
    club memberships, pats on the back, power
    meetings, office lunches
  • Art galleries, hair salons, post office
  • Invest in the Xer
  • Must have access to information and allow their
    input in the process to add value

25
Motivation the Xer Way
  • I will do better is I am able to do it my way
  • Let the Xer seek you out
  • Give the Xers space
  • Set clear deadlines for expected results and
    provide the information and resources needed for
    the Xer to achieve results at their pace
  • Xer manage own time and set own schedule so that
    Xer is more willing to devote more time at work
  • A whole lot better working for yourself than
    working for someone else
  • Manager trust in their competence Xers are not
    afraid of making a mistake
  • Allow the Xer to define the problem

26
Bringing Out the Best in Xers
  • Xers will dominate the workplace of the future
    and become the managers of tomorrow
  • Adaptability to change and comfort level with
    technology will allow them to be perfectly suited
    to managing the workplace
  • Xers produce a lot of what managers are selling
    today and add great value to the bottom line
  • Building corporate cultures that value the Xers
    unique style of communication and learning
  • Best managers are actively involved in building
    Xers careers and provide them with opportunities
    to lead and build self-worth
  • When I am happy and feel valued, I work a lot
    harder
  • Good management forsters long-term thinking
  • Max Productivity Information Chance to Learn
  • Trust, Trust, Trust your people

27
Recommendations to Managers
  • Summary of recommendations
  • Abandon the myths
  • Recognize the Xers generation expectations
  • Distinguish between arrogance and independence
  • Support Xers quest for self-based career security
  • Spend the time up front that allows you to
    delegate
  • Build corporate cultures that value the
    individual
  • Provide individuals with the opportunity to excel
  • Give Xers the psychological space to thrive
  • Focus on the Results not Process
  • Give individuals responsibility for the
    end-result
  • Set clear deadlines for tangible end-products or
    results
  • Provide Xers with as much information as you can
  • Keep open lines of communication and be available
  • Treat individuals questions as opportunities to
    teach
  • Outline and clearly define goals
  • Let Xers manage as much of their time as possible
  • Make work a proving ground for Xes creativity
  • Build constant feedback loops

28
The Human Factor by Gerard M Blair
  • When you are struggling with a deadline or
    dealing with delicate decisions, the last thing
    you want to deal with is "people". When the fight
    is really on and the battle is undecided, you
    want your team to act co-operatively, quickly,
    rationally you do not want a disgruntled
    employee bitching about life, you do not want a
    worker who avoids work, you do not want your key
    engineer being tired all day because the baby
    cries all night. But this is what happens, and as
    a manager you have to deal with it. Few "people
    problems" can be solved quickly, some are totally
    beyond your control and can only be contained
    but you do have influence over many factors which
    affect your people and so it is your
    responsibility to ensure that your influence is a
    positive one.
  • You can only underestimate the impact which you
    personally have upon the habits and effectiveness
    of your group. As the leader of a team, you have
    the authority to sanction, encourage or restrict
    most aspects of their working day, and this
    places you in a position of power - and
    responsibility. This article looks briefly at
    your behavior and at what motivates people,
    because by understanding these you can adapt
    yourself and the work environment so that your
    team and the company are both enriched. Since
    human psychology is a vast and complex subject,
    we do not even pretend to explain it. Instead,
    the article then outlines a simple model of
    behavior and a systematic approach to analyzing
    how you can exert your influence to help your
    team to work.

29
The Human Factor by Gerard M Blair
  • Behavior
  • Consider your behavior. Consider the effect you
    would have if every morning after coffee you
    walked over to Jimmy's desk and told him what he
    was doing wrong. Would Jimmy feel pleased at your
    attention? Would he look forward to these little
    chats and prepare simple questions to clarify
    aspects of his work? Or would he develop a
    Pavlovian hatred for coffee and be busy elsewhere
    whenever you pass by? Of course you would never
    be so destructive - provided you thought about
    it. And you must for many seemingly simple
    habits can have a huge impact upon your rapport
    with your team.
  • Take another example suppose (as a good
    supportive manager) you often give public praise
    for independence and initiative displayed by your
    team, and suppose (as a busy manager) you respond
    brusquely to questions and interruptions think
    about it, what will happen?
  • Probably your team will leave you alone. They
    will not raise problems (you will be left in the
    dark), they will not question your instructions
    (ambiguities will remain), they will struggle on
    bravely (and feel unsupported). Your simple
    behavior may result in a quagmire of errors,
    miss-directed activity and utter frustration. So
    if you do want to hear about problems, tell the
    team so and react positively when you hear of
    problems in-time rather than too-late.
  • Motivation
  • When thinking about motivation it is important to
    take the long-term view. What you need is a
    sustainable approach to maintain enthusiasm and
    commitment from your team. This is not easy but
    it is essential to your effectiveness.
  • Classic work on motivation was undertaken by F.
    Herzberg in the 1950's when he formulated the
    "Motivation-Hygiene" theory. Herzberg identified
    several factors, such as salary levels, working
    conditions and company policy, which demotivated
    (by being poor) rather that motivated (by being
    good). For example, once a fair level of pay is
    established, money ceases to be a significant
    motivator for long term performance. Herzberg
    called these the "Hygiene" factors to apply the
    analogy that if the washrooms are kept clean, no
    one cares if they are scrubbed even harder. The
    point is that you can not enhance your team's
    performance through these Hygiene factors - which
    is fortunate since few team leaders have creative
    control over company organization or remuneration
    packages. What you can influence is the local
    environment and particularly the way in which you
    interact with your team.
  • The positive motivators identified by Herzberg
    are achievement, recognition, the work itself,
    responsibility, and advancement. These are what
    your team needs loads-o-money is nice but not
    nearly as good as being valued and trusted.

30
The Human Factor by Gerard M Blair
  • Achievement
  • As the manager, you set the targets - and in
    selecting these targets, you have a dramatic
    effect upon your team's sense of achievement. If
    you make them too hard, the team will feel
    failure if too easy, the team feels little.
    Ideally, you should provide a series of targets
    which are easily recognized as stages towards the
    ultimate completion of the task. Thus progress is
    punctuated and celebrated with small but marked
    achievements. If you stretch your staff, they
    know you know they can meet that challenge.
    Recognition
  • Recognition
  • is about feeling appreciated. It is knowing that
    what you do is seen and noted, and preferably by
    the whole team as well as by you, the manager. In
    opposite terms, if people do something well and
    then feel it is ignored - they will not bother to
    do it so well next time (because "no one cares").
    The feedback you give your team about their work
    is fundamental to their motivation. They should
    know what they do well (be positive), what needs
    improving (be constructive) and what is expected
    of them in the future (something to aim at). And
    while this is common sense, ask yourself how many
    on your team know these things, right now?
    Perhaps more importantly, for which of your team
    could you write these down now (try it)?
  • Your staff need to know where they stand, and how
    they are performing against your (reasonable)
    expectations. You can achieve this through a
    structured review system, but such systems often
    become banal formalities with little or no
    communication. The best time to give feedback is
    when the event occurs. Since it can impact
    greatly, the feedback should be honest, simple,
    and always constructive. If in doubt, follow the
    simple formula of
  • highlight something good
  • point out what needs improving
  • suggest how to improve
  • You must always look for something positive to
    say, if only to offer some recognition of the
    effort which has been put into the work. When
    talking about improvements, be specific this is
    what is wrong, this is what I want/need, this is
    how you should work towards it. Never say
    anything as unhelpful or uninformative as "do
    better" or "shape up" - if you cannot be specific
    and say how, then keep quiet. While your team
    will soon realize that this IS a formula, they
    will still enjoy the benefits of the information
    (and training). You must not stint in praising
    good work. If you do not acknowledge it, it may
    not be repeated simply because no one knew you
    approved.

31
The Human Factor by Gerard M Blair
  • The work itself
  • The work itself should be interesting and
    challenging. Interesting because this makes your
    staff actually engage their attention
    challenging because this maintains the interest
    and provides a sense of personal achievement when
    the job is done. But few managers have only
    interesting, challenging work to distribute
    there is always the boring and mundane to be
    done. This is a management problem for you to
    solve. You must actually consider how interesting
    are the tasks you assign and how to deal with the
    boring ones. Here are two suggestions. Firstly,
    make sure that everyone (including yourself) has
    a share of the interesting and of the dull. This
    is helped by the fact that what is dull to some
    might be new and fascinating to others - so match
    tasks to people, and possibly share the worst
    tasks around. For instance, taking minutes in
    meetings is dull on a weekly basis but quite
    interesting/educational once every six weeks (and
    also heightens a sense of responsibility).
    Secondly, if the task is dull perhaps the method
    can be changed - by the person given the task.
    This turns dull into challenging, adds
    responsibility, and might even improve the
    efficiency of the team.
  • Responsibility
  • Of all of Herzberg's positive motivators,
    responsibility is the most lasting. One reason is
    that gaining responsibility is itself seen as an
    advancement which gives rise to a sense of
    achievement and can also improve the work itself
    a multiple motivation! Assigning responsibility
    is a difficult judgment since if the person is
    not confident and capable enough, you will be
    held responsible for the resulting failure.
    Indeed, delegating responsibility deserves
    another article in itself (see the article on
    Delegation). Advancement
  • There are two types of advancement the long-term
    issues of promotion, salary rises, job prospects
    and the short-term issues (which you control) of
    increased responsibility, the acquisition of new
    skills, broader experience. Your team members
    will be looking for the former, you have to
    provide the latter and convince them that these
    are necessary (and possibly sufficient) steps for
    the eventual advancement they seek. As a manager,
    you must design the work assignment so that each
    member of the team feels "I'm learning, I'm
    getting on".

32
The Human Factor by Gerard M Blair
  • The underlying philosophy of BM is that you
    should concentrate upon specific, tangible
    actions over which you have influence. For
    instance "Alex is lazy" should be transformed
    into "Alex is normally late with his weekly
    report and achieves less than Alice does in any
    one week". Thus we have a starting point and
    something which can be measured. No generalities
    only specific, observable behaviors.
  • Before proceeding, it is worth checking that the
    problem is real - some "problems" are more
    appearance than substance, some are not worth you
    time and effort. So, stage 1 is to monitor the
    identified problem to check that it is real and
    to seek simple explanations. For instance Alex
    might still be helping someone with his old job.
  • Stage 2 is often missed - ask Alex for his
    solution. This sort of interview can be quite
    difficult because you run the danger of making
    personal criticism. Now you may feel that Alex
    deserves criticism, but does it actually help?
    Your objective is to get Alex to work well, not
    to indulge in personal tyranny. If you make it
    personal, Alex will be defensive. He will either
    deny the problem, blame someone else, blame the
    weather, tell you that he knows best or some
    combination of the above. If, on the other hand,
    you present the situation in terms of the
    specific events, you can focus upon Alex's own
    view of the problem (why is this happening?) and
    Alex's own solution (what can Alex do about it -
    can you help?).
  • Stage 2 will sometimes be sufficient. If Alex had
    not realized there was a problem, he might act
    quickly to solve it. If he had thought his
    behavior would pass unnoticed, he now knows
    differently. By giving Alex the responsibility
    for solving his own problem, you can actually
    motivate him beyond the specific problem he may
    suggest on improved reporting system, or a short
    training course to deal with a technical
    short-coming. Finally, the demonstration alone
    that you are interested in Alex's work may be
    enough to make him improve. Never assume that you
    know better, always ask first - then if no
    solution is forthcoming, proceed to ...
  • Stage 3 is the analysis stage and is based upon a
    simple model of behavior every action is
    preceded by a trigger, and is followed by a
    consequence or payoff. Thus baby is hungry
    (trigger), baby wails (action), baby gets fed
    (payoff) or the report is due today (trigger),
    Alex goes for coffee break "to think about it"
    (action), Alex has a relaxing afternoon (payoff).
  • Sometimes, good behavior is blocked by negative
    payoffs. For instance, if every time Clive
    informs his boss Diane about a schedule change
    (action), Diane vents her annoyance on Clive
    (payoff), then Clive will be less inclined to
    approach Diane with information in the future.
    One of the problems with communication in Ancient
    Greece was that the bearer of bad news was often
    executed.
  • Once you have analyzed the problem, stage 4 is to
    find a solution. With most people-problems at
    work, you will find that the "bad" behavior is
    reinforced by a payoff which that person finds
    attractive. There are two solutions 1) modify
    the payoff either by blocking it, or by adding
    another consequence which is negative, or 2)
    create a positive payoff for the alternative,
    desired "good" behavior. In the long term, the
    latter is preferable since it is better for
    motivation to offer encouragement rather than
    reprimand optimally you should implement both.
  • This is where you have to be creative. BM
    provides a manageable focus and a framework for
    analysis you, as manager, must provide the
    solution. It is best to work on one problem at a
    time because this simplifies the analysis.
    Further, by addressing one, other related
    problems are often affected also. Let us consider
    "late reporting". Firstly, add a negative
    consequence to Alex's current behavior. State
    explicitly that you need the report by 3.30 on
    Friday (so that you can prepare your weekly
    schedule update) - and, if this does not happen,
    summon Alex at four o'clock to demand the report
    before he leaves for the weekend. This will
    probably ruin his "hour before the weekend" and
    he will wish to avoid it. Secondly, if Alex does
    get the report in by 3.30 make a habit of
    responding to it on Monday morning if there is
    an issue raised, help Alex to solve it if there
    is a schedule change, talk it over - but make it
    clear (say it) that you are only able to do this
    because you had time on Friday to read over his
    report. Thus Alex learns that he will receive
    help and support IF he gets the report in on
    time.
  • Stage 5 is necessary because such plans do not
    always work. You must continue to monitor the
    problem and after a trial period, review your
    progress. If the plan is working, continue if
    the plan has failed, devise a new one if the
    plan has worked, look for a new problem to solve.

33
Learning Styles of the Generations
  • On-Line Learning Styles
  • Prefer independent, self-paced instruction
  • Prefer to choose from a menu of online cyber
    assignments based on interest and relevance
  • Respond well to collaborative activities ONLY if
    sufficient structure and guidance are provided
  • Driven more by intrinsic motives
  • Learners want timely and detailed feedback
  • Do better with increased instructor interaction
  • Key Words
  • Traditionalists LOYAL
  • Baby Boomers OPTIMISTIC
  • Generation X SKEPTICISM
  • Millenials REALISTIC

34
Managing the Generations in the Workforce
  • Mapping Career Paths
  • Different destinations
  • Different routes
  • Different speeds
  • Traditionalists build a legacy
  • Baby Boomers build a stellar career
  • Generation X build a portable career
  • Millenials career as Rubiks cube

35
Managing the Generations
  • Managing the Generations in the Workforce
    Sections
  • Recruitment
  • Orientation and Training
  • Feedback
  • Rewards
  • Retention
  • Retirement
  • Recruitment
  • Who searches the WEB for jobs?
  • Traditionalists 30
  • Baby Boomers 40
  • Generation X 27 daily, 60 regularly
  • United States Army
  • Traditionalists Uncle Sam Wants You
  • Baby Boomers Join the People Whove Joined the
    Army (1973)
  • Generation X Be All That You Can Be (1981)
  • Millenials The Power of One (2001) Shes Not
    Just My Daughter, Shes My Hero

36
Managing the Generations
  • What do applicants want?
  • Traditionalists want to be a part of the
    companys future
  • Baby Boomers want to move up within the company
    (have huge personal and financial
    responsibilities)
  • Generation X want to know exactly what theyll
    be doing, are they on the right career path
  • Millenials help them see the future/what role
    they will play
  • Issues applicants consider
  • Work conditions
  • Location
  • Flexible hours
  • Level of technology
  • Family-friendly policies
  • Give me 3 good reasons why I should join your
    staff instead of the one down the street.

37
Managing the Generations
  • Orientation
  • Traditionalists
  • Tradition has meaning give history of company
  • Discuss how their role will contribute to the
    larger picture
  • Visuals should show this generation performing
    important tasks
  • Baby Boomers
  • Explain the companys mission
  • Acknowledge their desire to roll up their sleeves
    and dive in
  • Assimilate them ASAP
  • Generation X
  • It cant be boring! Use highly visual
    presentations
  • Need to be convinced from the beginning that they
    made the right choice
  • Talk straight about the negatives
  • Have their peers present
  • They make their decision whether to stay on
    long-term within the first six months
  • Millenials
  • Encourage them to look around for what they want
    to do next within the company
  • Use hands-on and rapid-paced orientation with
    computer-based instruction
  • Respects authority but not awed by it

38
Managing the Generations
  • Training
  • Traditionalists I learned it the hard way, you
    can, too
  • Baby Booomers Teach em too much and theyll
    leave
  • Generation X The more they learn the more they
    stay
  • Millenials Continuous learning is a way of
    life
  • Setting
  • Lighting, environment, nutrition, furniture
  • Design setting for lowest common denominator
  • Style more action, less lecture
  • Traditionalists dont like role playing, playing
    games, looking stupid
  • Boomers dont want to look bad in front of the
    boss, may give safe answer rather than honest
    one
  • Generation X Ban the overhead! Use potpourri of
    exercises, games, interactions and activities
  • Millenials Make it fun, experiential, allow them
    to come up with their own solutions

39
Managing the Generations
  • Substance
  • Connect learning goals to career goals
  • Train employees in skills they will need NEXT as
    well as those they will need now.
  • Life enrichment courses appeal to all
    generations stress management, balance of work
    and
  • family, financial planning, adoption support,
    heart-healthy living, etc.)
  • Set ground rules early.
  • Explain your credentials.
  • Remember that age can be misleading.
  • Feedback
  • Traditionalists No news is good news
  • Baby Boomers Feedback once a year, with lots of
    documentation
  • Generation X Sorry to interrupt, but how am I
    doing?
  • Millenials Feedback whenever I want it at the
    push of a button
  • Needs to travel up the ladder as well as down
  • Generation Xers can be very blunt
  • Millenials have been asked their opinions their
    whole lives may mistake silence for disapproval
  • Both Gen X and Millenials need training in how
    to give feedback that is polite, respectful,
    non-threatening and non-confrontational.
  • Rewards

40
Managing the Generations
  • Retention
  • Traditionalists Job changing carries a stigma
  • Baby Boomers Job changing puts you behind
  • Generation X Job changing is necessary
  • Millenials Job changing is part of my daily
    routine

41
What Motivates Them?
  • What motivates them? What do they want?
  • Traditionalists (Pre Boomers)
  • Money
  • Public recognition
  • Desire to lead
  • Organizational loyalty
  • Responsibility
  • Accomplishment
  • Control
  • Baby Boomers
  • More money
  • Public recognition
  • Desire for subordinates
  • Loyalty to self
  • Promotion
  • Peer recognition
  • Control
  • Generation X
  • Born 1961-1969

42
Create A Generation Exercise
  • Name of Generation
  • Identifiable Characteristics
  • Era
  • Motivators
  • Management Styles

43
Conflict Scenario
  • Describe a Conflict Situation -
  • What You Said -
  • What the Other Person Said
  • How would you approach it now.

44
More Motivation Tips
  • Communicate with your employee. Find out what
    interests them and what doesnt. Speaking with an
    employee frequently shows that you care about
    them in more ways than simply wanting them to
    keep up with productivity. This will increase an
    employees motivation as well.
  • POINTS TO REMEMBER
  • Keep these points in mind and motivation will
    have a chance to soar
  • Employee contribution important
  • Recognition from an employer a must
  • Retaining respect of peers and colleagues
  • Keeping employee informed
  • Stay flexible and make sure the employee can
    avoid as much red tape as possible
  • Constant check-in with higher-ups only leads to
    micro managing and lack of motivation
  • Make sure an employee has sufficient resources
    available to them
  • Create a fun and stimulating work environment
  • Make sure you communicate
  • Keeping these methods of compensation in mind is
    what it takes to understand what it is that
    drives your employee to want to do a better job.
    They must WANT to do a better job or the work
    they do will never be as excellent as it could
    be. If you are ever in doubt as to what it is
    that drives your employee, simply ask, either in
    a group meeting or one-on-one. In fact, asking an
    employee what it is that motivates him or her is
    a good idea right from the start. Then, you can
    always be sure of what to provide.
  • All in all, make sure that money isnt the only
    thing you can offer an employee to increase his
    or her motivation. If it is, then as soon as the
    money is better somewhere else, your employees
    motivation will definitely increaseworking for
    the other company.

45
Define Balance
  • What does balance mean to the generations?
  • Retirement
  • Traditionalists
  • Well-earned reward after a lifetime of service
  • Make up 80 of luxury travel
  • 30 are enrolled in school
  • Started their families early so will not be
    supporting a lot of dependents
  • 72 plan to continue working in some capacity
  • Phased retirement, job-sharing, telecommuting
  • Baby Boomers
  • Refuses to believe it is getting older mention
    of retirement offends them
  • AARP My Generation
  • Intends to/has to work well into retirement
    years
  • Re-tooling, consulting, home-based
  • Offer training in how to prepare, both
    financially and emotionally
  • Generation X
  • Saving money at a younger age and faster pace
  • Dont intend to wait until retirement to enjoy
    themselves
  • Greatest gift of all is TIME

46
Where to get more information
  • Generations At Work - Managing the Clash of
    Veterans, Boomers, Xers, and Nexters in Your
    Workplace
  • Keeping Up With The Jonesers Article in American
    Way Magazine
  • Managing Generation X
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